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Human Resource Management Practices for Effective Organizational Change: A Review of Research in Western and Non-Western Countries

Ahmed A. R. AL-NAKEEB

Ahmed A. R. AL-NAKEEB

Hamdan Bin Mohammed Smart University, SBQMDubai, UAE
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AL-NAKEEB, Ahmed A. R.
 e 
Mohammed Yasin GHADI

Mohammed Yasin GHADI

Mu’tah UniversityAl-karak, JORDAN
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GHADI, Mohammed Yasin
  
20 gen 2024
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Pubblicato online: 20 gen 2024
Pagine: 7 - 24
DOI: https://doi.org/10.2478/fman-2024-0001
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© 2024 Ahmed A. R. Al-Nakeeb et al., published by Sciendo
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Figure 1.

Classification of OCs and examples of relevant HRMPs. (Source: Authors’ own research)
Classification of OCs and examples of relevant HRMPs. (Source: Authors’ own research)

Figure 2.

Key features of the literature survey: (A) theme of journals publishing articles on HRMPs in the context of OC, (B) countries from which studies are reported, and (C) yearly publications on HRMPs in the context of OC. (Source: Authors’ own research)
Key features of the literature survey: (A) theme of journals publishing articles on HRMPs in the context of OC, (B) countries from which studies are reported, and (C) yearly publications on HRMPs in the context of OC. (Source: Authors’ own research)

Figure 3.

Impact of OC on employees and effect of change-specific HRMPs on mitigating adverse individual and organizational consequences of OC. (Source: Authors’ own research)
Impact of OC on employees and effect of change-specific HRMPs on mitigating adverse individual and organizational consequences of OC. (Source: Authors’ own research)

Summary of key findings on the role of HRMPs in OC (Source: Authors’ own research)

References Year Country Sector Type of change HRM role Implications
Alfes et al., 2010 2010 UK Public Content and process of change Change driver, responsive, change focused, and HR focused During OC, HRMPs must be proactive
Alfes et al., 2019 2019 UK Public Content and process of change Employee centric, responsive, and HR focused HRMP can help the development of dynamic capabilities in employees to cope with OC
Alqudah et al., 2022 2022 Jordan Banking Process of change Employee centric, responsive, and HR focused HRMPs can help employees' readiness for change
Bani, 2021 2021 Ghana Public Process of change Multifaceted Effective HRMPs can reduce staff litigation
Baran, Filipkowski, and Stockwell, 2018 2019 USA Multiple Content and process of change (perspectives of HR professionals) “Change agent” and “consultant” HR managers considered effective OC hierarchical
Barratt-Pugh and Bahn, 2015 2015 Australia Public Cultural change during the merger Develop a unified culture During OC, HRMPs must consider mitigating efficiencies due to cultural differences
Barratt-Pugh, Schiavone, Bahn, and Gakere, 2013 2013 Australia Public Cultural change program Develop a unified culture During OC, HRMPs must consider mitigating efficiencies due to cultural differences
Brown, Kulik, Cregan, and Metz, 2017 2017 Australia Multiple Content and process of change Strategic change agent When HR assumes a strategic change agent role, OC is less likely to generate change cynicism
Cloutier and Robert-Huot, 2021 2021 Canada Multiple Content and process of change Depends on the dimension of change HRMPs should vary according to the type of change, the objective of change, and the excepted outcome
D'Cruz, Noronha, and Beale, 2014 2014 India Private OC as a predictor of workplace bullying Employee centric and responsive HRMPs should focus on addressing possible compounded bullying during OC
Faia Correia, Campos Cunha, and Scholten, 2011 2011 Portugal Multiple Mergers and acquisitions Strategic and responsive HRM centrality has a moderating effect on OCs
Garavan, Shanahan, Carbery, and Watson, 2016 2016 UK Multiple Process of change Employee centric and responsive HRMPs can help in the development of dynamic skills
Gollan, Kalfa, and Xu, 2015 2015 Australia Private Content and process of change Collaborative HRMPs affect organizational performance indirectly
Huang, Zhang, Feng, and Seal, 2020 2020 Canada Multiple Organizational innovation Employee centric and responsive HRMPs matter eventually
Lindorff, Worrall, and Cooper, 2011 2011 UK and Australia Multiple Content and process of change Employee centric and responsive Hard change is the most detrimental
Sang Long and Khairuzzaman Wan Ismail, 2012 2012 Malaysia Multiple Process of change Change agent HRMPs should be directed at a broader and cross-functional perspective
Lucia-Casademunt, Cuéllar-Molina, and García-Cabrera, 2018 2018 Europe Multiple Process of change Employee centric and responsive HRMPs should be directed to enhance employees' well-being
Pellegrini, Rizzi, and Frey, 2018 2018 Italy Multiple Change for sustainability Employee centric and responsive Effective HRMPs can enhance employees' commitment and behavior
Peters, Poutsma, Van der Heijden, Bakker, and Bruijn, 2014 2014 The Netherlands Multiple New ways to work * (employee empowerment, home teleworking, and creating trust relationships) and work-related flow as experienced by employees (absorption, work enjoyment, and intrinsic work motivation) Combined perspective integrating insights from the HRM-process model and the job demands-resources model HRMPs should be aimed at improving employees' perception of job autonomy in the new working conditions
Pinzone, Guerci, Lettieri, and Redman, 2016 2016 Italy Multiple Environmental management as an OC Employee centric and responsive HRMPs can improve collective engagement toward change objectives
Pluta and Rudawska, 2016 2016 Poland Multiple Process of change Employee centric and responsive HR practices should apply the multidimensionality of individual resources and treat them holistically
Raeder, 2019 2019 Norway Multiple Reorganization and downsizing Broader scope of HRMPs HRMPs should consider OC to be a factor of contingency
Rees, Rees, and Johari, 2010 2010 Malaysia Public/ banking Strategic OC Culture/employee sensitive HRMPs should include ethics, spirituality, and regional contexts
Rubbers, 2020 2020 Congo Multiple Multinational practices Liaison, legal, and employee centric HRMPs can help establish new contracts and recruitments to meet OC objectives
Shipton, Budhwar, and Crawshaw, 2012 2012 UK Multiple Process of change Employee centric and responsive HRMPs can improve dynamic capabilities during OC
Tummers, Professor David Pick, Kruyen, Vijverberg, and Voesenek, 2015 2015 The Netherlands Public Change management Employee centric and responsive HRMPS are particularly effective for improving the proactivity and vitality of employees
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